Leadership Development Practices and Organizational Performance
| dc.contributor.author | Subramony, Mahesh | |
| dc.contributor.author | Segers, Jesse | |
| dc.contributor.author | Chadwick, Clint | |
| dc.contributor.author | Shyamsundar, A | |
| dc.contributor.author | Dooney, John | |
| dc.date.accessioned | 2019-11-08T17:18:28Z | |
| dc.date.available | 2019-11-08T17:18:28Z | |
| dc.date.issued | 2017-11-30 | |
| dc.identifier.citation | Mahesh V. Subramony, Jesse Segers, Clint Chadwick, Aarti Shyamsunder, and John Dooney, 2015: Leadership Development Practices and Organizational Performance. Proceedings, 2015, https://doi.org/10.5465/ambpp.2015.37 | en_US |
| dc.identifier.uri | http://hdl.handle.net/1808/29743 | |
| dc.description.abstract | Leadership development is receiving increasing attention from scholars and practitioners globally. In this study, utilizing a sample of 223 organizations in an emerging economy (India), we discovered positive relationships between two bundles of leadership development practices (i.e., differentiation and integration; Day, 2000) and two forms of organization-level intangible assets - human and social capital. Further, our results suggest that organization-level human capital fully mediates the relationship between the differentiation bundle (consisting of practices aimed at increasing individual leaders’ self-awareness and competence) and organizational performance, as measured by sales growth; and that social capital is marginally related to organizational innovation. | en_US |
| dc.publisher | Elsevier | en_US |
| dc.rights | Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use. | en_US |
| dc.rights.uri | https://creativecommons.org/licenses/by/4.0/ | en_US |
| dc.subject | HRM | en_US |
| dc.subject | Leadership development | en_US |
| dc.subject | organizational performance | en_US |
| dc.title | Leadership Development Practices and Organizational Performance | en_US |
| dc.type | Article | en_US |
| kusw.kuauthor | Chadwick, Clint | |
| kusw.kudepartment | Business | en_US |
| kusw.oanotes | as per SHERPA/RoMEO 11/8/2019:Author's Pre-print: green tick author can archive pre-print (ie pre-refereeing) Author's Post-print: green tick author can archive post-print (ie final draft post-refereeing) Publisher's Version/PDF: cross author cannot archive publisher's version/PDF General Conditions: Authors pre-print on any website, including arXiv and RePEC Author's post-print on author's personal website immediately Author's post-print on open access repository after an embargo period of between 12 months and 48 months Permitted deposit due to Funding Body, Institutional and Governmental policy or mandate, may be required to comply with embargo periods of 12 months to 48 months Author's post-print may be used to update arXiv and RepEC Publisher's version/PDF cannot be used Must link to publisher version with DOI Author's post-print must be released with a Creative Commons Attribution Non-Commercial No Derivatives License | en_US |
| dc.identifier.doi | 10.5465/ambpp.2015.37 | en_US |
| kusw.oaversion | Scholarly/refereed, author accepted manuscript | en_US |
| kusw.oapolicy | This item meets KU Open Access policy criteria. | en_US |
| kusw.proid | 137436254208 | en_US |
| dc.rights.accessrights | openAccess | en_US |
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